Deepening Customer Orientation, Building a Collaborative System

On January 5, 2026, Natu Electric Group held its annual sales strategy seminar at its headquarters. Group President Li Yinghui, Marketing Center General Manager Fan Sheng, and core management of the sales system gathered to conduct in-depth and practical strategic discussions and work arrangements around the theme "Deepening Customer Orientation, Building an Efficient Collaborative System."

I. Strategic Consensus: Customer-Centricity and Systematic Capability Upgrade

President Li Yinghui emphasized at the meeting: "Sustainable development stems from profound insight into and systematic satisfaction of customer needs. In 2026, the sales system will undergo full upgrading to build a professional capability system centered on customer value with efficient front-end and back-end collaboration."

Three core strategic priorities for 2026 sales work were confirmed:

· Deepen customer relationship management and shift from transactional sales to value-based partnerships

· Strengthen systematic collaboration, break departmental silos, and accelerate overall response speed

· Enhance professional capabilities and build a team of industry solution experts

II. System Construction: Building an Efficient Collaborative Sales System

1. Strengthening Professional Support

· Establish a solution library: Systematically integrate typical industry application cases and technical solutions

· Improve data support platform: Build a decision-support system integrating market dynamics, project progress, and production capacity data

· Optimize authorization mechanism: Increase frontline business decision flexibility under controllable risks

2. Establishing Long-Term Collaboration Mechanisms

General Manager Fan Sheng stressed: "Exceptional customer experience relies on seamless internal collaboration." Key initiatives for 2026:

· Joint task forces for major projects to provide exclusive cross-departmental support for key customers

· Regular business collaboration meetings to ensure information transparency and consistent action

· Cross-departmental exchange programs to enhance mutual understanding and collaboration efficiency

3. Improving Talent Development System

· Implement hierarchical professional training with systematic programs for different job levels

· Promote practical case-based teaching through regular project reviews and scenario simulations

· Establish a knowledge management system to systematically accumulate successful experiences and key business insights

III. Guarantee Mechanisms: Stimulating Vitality for Sustainable Development

The meeting clarified key support mechanisms to be improved in 2026:

· Optimize incentive system: Set up special rewards for outstanding contributions in customer development, complex projects, and cross-departmental collaboration

· Clarify career paths: Define professional development and promotion standards for sales personnel

· Promote cultural integration: Organize regular cross-departmental seminars to address business pain points collectively

IV. Looking Ahead to 2026: Consensus and Blueprint

The seminar successfully built strategic consensus and clarified action directions. Subsequent detailed implementation plans will be formulated by each sales team to ensure effective strategy execution.

In his closing remarks, President Li Yinghui stated: "Trust and collaboration are the cornerstones of organizational effectiveness. Looking to 2026, we expect all sales colleagues to gain customer trust through professionalism, create systematic advantages through collaboration, and jointly drive the Group's high-quality, sustainable development."